A process model of employee engagement: The learning climate and its relationship with extra-role performance behaviors (original) (raw)
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Research interest in the new concept of employee engagement has grown dramatically in recent years. Employee engagement represents an affective, motivational, workrelated state of mind characterized by feelings of vigor, fulfillment, enthusiasm, absorption and dedication. However, scholars are still ambivalent about its theoretical contribution to explaining the employee-organization relationship. The goal of the study is to strengthen the theoretical foundation of the employee engagement concept in order to determine whether it is a new concept or simply a repackaging of similar constructs. We first compared employee engagement to other close concepts such as psychological empowerment and psychological contract. We then examined its contribution to the explanation of work centrality over and above psychological empowerment and psychological contract. Our study is based on an interactive sample of 593 employees from both private and public organizations in Israel. Our findings demonstrate that the correlated three-factor structure of employee engagement is empirically distinct from psychological empowerment and psychological contract in both the private and public sectors and has an incremental value for work centrality over and above psychological empowerment and psychological contract. Implications of our findings are discussed the light of the employee-organization relationship.
Purpose ‐ The purpose of this paper is to propose a theoretical model that links the major antecedents, outcomes, and moderators of employee engagement. Design/methodology/approach ‐ This paper uses the first part of Dubin's two-part, eight-step theory-building methodology, and builds on existing research and empirical studies on engagement. In particular, the following five steps of the Dubin's methodology are addressed in this study: units (or concepts) of the theory, laws of interaction among the units, boundaries of the theory, system states of the theory, and propositions of the theory. Findings ‐ The proposed theoretical model of employee engagement identifies job design and characteristics, supervisor and co-worker relationships, workplace environment, and HRD practices as the major antecedents to employee engagement. The paper also proposes that job demands and individual characteristics act as moderators to the relationships between job design and characteristics, supervisor and co-worker relationships, workplace environment, and employee engagement. Finally, it is proposed that employee engagement is related to three major organizational outcomes: job performance, turnover intention (inverse relationship), and organizational citizenship behavior. Originality/value ‐ This paper addresses the paucity of structured literature on the antecedents and outcomes of employee engagement and presents a comprehensive, holistic model that offers a logical ground on which empirical indicators and hypotheses could be further identified and tested to verify the theory.
A Study on the Drivers of Employee Engagement and its Relationship with Employee Performance
The statement claiming that the raised employees' engagement level will eventually help increase the employees' well-being and work performance has not previously vastly tested, specifically within faculty members of higher educational institutions (HEIs). The scarcity of noteworthy studies on the antecedents and outcomes of employee engagement is addressed while a complete, holistic and comprehensive model is presented in the paper that presents a rational basis on which further testing of the hypotheses could be identified and tested to verify the theory. Based on the job demands resources model (JDR), it is hypothesized in the current study that work engagement would be influenced by job resources and also engagement in turn have a positive impact on employees in role and extra role performance behaviors. We used a non-experimental design study with a survey sample of N=189 permanent full time teachers participated in the study. Structural equation modeling were applied to test the model empirically, the results showed that only one job resource out of three had a positive significant effect on boosting work engagement. Additionally, the employee engagement at workplace was also found positively and significantly influencing employees' self rated performance. The current study also discussed the implications of these findings with respect to theory and practice.
The Role of Employee Engagement on Job Satisfaction and Its Effect on Organizational Performance
Jurnal Aplikasi Manajemen, 2021
The purpose of this research was to analyze the role of employee engagement from the perspective of job engagement and organization engagement on job satisfaction and its effect on organizational performance. This research was conducted at a multinational manufacturing chemicals company located in Tangerang and Cilegon. The population was approximately 121 employees consisting of three job levels: Manager, White Collar, and Blue Collar. A target sample determined approximately 93 employees. Sampling using a non-probability sampling approach with a quota sampling method. The questionnaire was distributed to the population, but only 86 respondents filled out and returned the questionnaire. Method of hypothesis testing using Partial Least Square of Structural Equation Modeling (PLS-SEM) approach. The results suggested that job engagement has a positive and significant effect on job satisfaction but does not significantly affect organizational performance. Next, organization engagement ...
Human Resource Development Review, 2013
While research is emerging around the employee engagement construct, evolution is in early stages of development. Presently, some questions remain about how employee engagement differs from other well-researched and documented constructs such as job satisfaction, job involvement, and job commitment. Although such inquiry is seemingly academic in nature, the use of engagement in practice is gaining momentum, and debate remains healthy as to the utility and statistical validity of the engagement construct. To respond, developing clear lines of interpretation and coordination across varied disciplines seems prudent, but an essential first step is a context-specific, conceptual exploration of the construct of employee engagement in relation to other well-researched job attitude and organizational constructs in the literature. This article explores literature on employee engagement, job satisfaction, commitment, and involvement. Implications for organizational learning and workplace performance are examined in a human resource development (HRD) specific context.
Factors Influencing Employee Engagement and its Impact on Organizational Performance
Bagiswori Journal
Purpose: The purpose of this study is to identify the factors affecting the employee engagement as well as to examine the effect of employee engagement on organizational performance. Design/Methodology/Approach: Descriptive and Analytical research design was used for data analysis. A convenient sample of 200 employees of Nepal Telecom responded to a structured questionnaire. Correlation and Regression analysis were performed to examine the hypothesis. Findings: The result shows that identified factors like career development, compensation, work environment, team and co-worker relationship, organizational policies and workplace wellbeing have positive and significant impact on employee engagement whereas Leadership has negative and insignificant impact on employee engagement. Further, the result also shows employee engagement had significant impact on organizational performance. Practical Implication: Organization must focus and effort on the factors like organizational policies and ...
A Literature Review on the Conceptual Framework of Employee Engagement
The Corporate International [ISSN: 2581-6438 (online)], 2021
Employee engagement has turn out to be an essential driver for the development of organization. As competition increased employers recognized the prominence of employee to retain and grow in the knowledge economy. The purpose of the article is to give a conceptual framework of employee engagement with regard service industry. As well as to highlight the numerous aspects that drive employee engagement. The article is completely based on review of past literature on employee engagement. A framework was designed bearing in mind employee's engagement with the task, with team and with the company related variables. Employee involvement as depicted in this study is ideally suited for usage in the organization. Further empirical study should be take on to determine the effect of the suggested framework.
Employee engagement: an examination of antecedent and outcome variables
Human Resource Development International, 2011
This nonexperimental, correlational study (N = 283) examined the relation among job fit, affective commitment, psychological climate, discretionary effort, intention to turnover, and employee engagement. An internet-based self-report survey battery of six scales were administered to a heterogeneous sampling of organizations from the fields of service, technology, healthcare, retail, banking, nonprofit, and hospitality. Hypotheses were tested through correlational and hierarchical regression analytic procedures. Job fit, affective commitment, and psychological climate were all significantly related to employee engagement and employee engagement was significantly related to both discretionary effort and intention to turnover. For the discretionary effort model, the hierarchical regression analysis results suggested that the employees who reported experiencing a positive psychological climate were more likely to report higher levels of discretionary effort. As for the intention to turnover model, the hierarchical regression analysis results indicated that affective commitment and employee engagement predicted lower levels of an employee's intention to turnover. vii The regression beta weights ranged from to .43 to .78, supporting the theoretical, empirical, and practical relevance of understanding the impact of employee engagement on organizational outcomes. Implications for HRD theory, research, and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of employee engagement as a means for improving organizational performance. viii
Antecedents and consequences of employee engagement
Journal of Managerial Psychology
Purpose – Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature and relatively little is known about its antecedents and consequences. The purpose of this study was to test a model of the antecedents and consequences of job and organization engagements based on social exchange theory. Design/methodology/approach – A survey was completed by 102 employees working in a variety of jobs and organizations. The average age was 34 and 60 percent were female. Participants had been in their current job for an average of four years, in their organization an average of five years, and had on average 12 years of work experience. The survey included measures of job and organization engagement as well as the antecedents and consequences of engagement. Findings – Results indicate that there is a meaningful difference between job and organization engagements ...
The conceptualization of employee engagement and its distinction from related constructs
8th international conference on Management, Economics and Humanities (ICMEH), 2018
Employee engagement has become a very popular and powerful concept receiving attention in both the academic literature and business industry. However, this concept still remains inconsistently conceptualized and often seems to overlap with other well-researched and established concepts. With the above considerations in mind, the present study critically examines the existing literature regarding the conceptualization of employee engagement and its distinction from other related psychological constructs such as job satisfaction, job involvement, organizational citizenship behavior, and organizational commitment. The findings in this study suggest that it is meaningful to refer to employee engagement as a distinct construct.